Psychological burnout during a labor dispute

These are the effects of psychological exhaustion during labor disputes.

Within the limit of normality, a human being spends 8 to 9 hours in his or her work environment, that is, more than half of the working day (time that does not include sleeping). Most of the interactions, relationships, challenges and decisions we make during the week occur in the company (or any employment organization), which is why work dynamics have a not insignificant effect on our overall well-being.

Despite the hierarchies established in a company (consciously or unconsciously) we are still human beings and therefore impulsive and confrontational by nature, unless both cognitive styles are worked on in a professional manner. In other words, it is quite normal for conflicts to arise in the work environment, which leads to clear psychological burnout.. Next we will see the bases of this picture and how to avoid it.

Psychological consequences of psychological burnout due to labor disputes

The presence of habitual problems due to labor conflicts usually give rise to psychological alterations that can be expressed in different ways, constituting or not psychopathologies. Burnout syndrome is the most characteristic phenomenon..

Burnout syndrome

Burnout syndrome, occupational burnout or occupational burnout syndrome is a term that is increasingly used in professional and psychological environments, in order to exemplify the effects of poor work management on workers. In other words, it is a syndrome resulting from chronic stress in the long-term work environment, manifested in the form of physical/psychological exhaustion, negativity, cynicism and negative feelings directed at everything to do with work. physical/psychological burnout, negativity, cynicism and negative feelings directed at anything to do with work..

Anyway, it should be noted that this clinical entity has not been recognized by the American Psychological Association (APA) in its work "Diagnostic and Statistical Manual of Mental Disorders" (DMS-5), published in 2013. Therefore, it is not always considered a real syndrome or disorder, as are major depressive disorder or generalized anxiety disorder (GAD), with similar symptoms but not focused solely on the work environment.

Even so, it is worth noting that the International Classification of Diseases (11th edition) of the World Health Organization (WHO) does conceive of Burnout syndrome to some extent, at least as of 2018. According to this global entity, it arises as a result of chronic stress in the workplace that has not been successfully managed.characterized by three different dimensions:

• Feelings of lack of energy or exhaustion in the work environment.
• Mental detachment of the individual from work performance or, alternatively, negative or cynical feelings associated with work.
• Reduced productivity and professionalism

However, the WHO warns us that this condition is an "occupational phenomenon". is an "occupational phenomenon", not a clinical entity or psychiatric disease.. Moreover, these symptoms should only apply to the work environment, not to other areas of life. Be that as it may, whether or not this amalgam of feelings crosses the pathological terrain is not too relevant: it exists, so it must be treated or addressed, whether it is a pathology or not.

How to avoid psychological burnout during a labor conflict

There are many sources of conflict in the work environment: poor communication, different values, different interests, lack of resources, personality clashes or lack of professionalism on the part of a member of the dynamic, among many others.

One of the most effective short-term methods to avoid conflict is to ignore the source (hiding our heads in the sand). Confrontation is often seen as a sign of courage and initiative, but in some cases, it is certainly not even worth it.

It is necessary to weigh the pros and cons of the mental battle that is going to take place in the work environment.In many cases, the employee has "lost" the conflict before it started because of a hierarchical difference. As many professionals say, "sometimes it is easier to change the company than to change the company".

However, there is no doubt that the best way to avoid a crisis of interest is through collaboration, dialogue and compromise. This is where individual emotional intelligence comes into play, as it is almost always possible to reach a middle ground between the two sides without hurting the other person and trying to step on their interests. Remember that empathy and intelligence are not about convincing the other person of your ideals, but about understanding their motives and trying to fit them into your own personal agenda. It is better to leave the "yes, but (...)" at the door and really listen.

If dialogue is not possible, there are behavioral techniques aimed at assertiveness, such as the "broken record".such as "the broken record". If a person is insistent after a refusal, it is best to stick to the central idea and not digress. Do not try to make excuses or change the reasoning: no is no, whether you say it once, twice or 200 times. "Thank you for your offer, but I don't feel like it", "I told you I simply don't feel like it", "for the last time, I don't feel like it and I would appreciate it if you would stop insisting".

The more loopholes and excuses you look for (now I can't/maybe later/ask in a while), the more you dilute the core message.

The difference between conflict and harassment

It is very difficult to incur in this subject without contextualizing, since each situation is a world of its own and the difference between normality and crime is often conspicuous by its absence. In any case, it is estimated that one out of every two women in the world has suffered sexual harassment in her lifetime, and 32% of all cases occur in the workplace..

It gets even worse when we discover that the perpetuator of the harassment is the boss in 61% of cases and 65% of workers leave their job to put an end to the dynamic before reporting it (only 8% do so). Eighty percent of people harassed in the workplace have anxiety, 52% suffer panic attacks and half are diagnosed with clinical depression if the situation lasts long enough.

With these statistics, we would like to emphasize in particular that psychological burnout during a labor conflict cannot be confused with harassment, especially perpetrated by men in positions of power towards "subordinate" women, who are perceived as more vulnerable.who are perceived as more vulnerable and dependent. If there is sufficient evidence, the best option is always to file a complaint with the police and legally end the situation.

No matter how much a person is superior in the production chain, their freedoms and rights are governed by the same bases as those of the rest of the population. Remember: in a situation of harassment and psychological violence, not even the most powerful person is untouchable at the judicial level.

However, these cases of harassment at work are not detected, little can be done. That is why it is important to take measures to locate these situations and demonstrate that they exist, for which it is essential to explore not only the physical and/or medical part, but also the psychological part. If you are looking for psychological assistance in this area, please contact us.